CHARACTERISTICS OF MOTIVATION

1. EFFORT -​ AMOUNT OF EFFORT applied

2. PERSISTENCE -​ refers to PERSISTENCE of EFFORT
3. DIRECTION -​ refers to the direction in which PERSISTENCE and EFFORT is taken -
should be toward org success
4. GOALS -​ motivated behaviour has some goal toward which it is directed

TYPES OF MOTIVATION

1. INTRINSIC MOTIVATION​ - self-applied, occurs from direct relationship between worker

and task
2. EXTRINSIC MOTIVATION​ - stems from work environment - applied by others

MOTIVATION AND PERFORMANCE

● Motivation and performance are not equal; motivation doesn’t always = higher
performance
● General cognitive ability, personality, task understanding, emotional intelligence and
chance also contribute to performance
● Emotional intelligence - the capacity to be aware of, control, and express one's
emotions, and to handle interpersonal relationships rationally and sympathetically.
● Cognitive ability - ​general mental capability involving reasoning, problem solving,
planning, ​abstract thinking​, complex idea comprehension, and learning from experience

2 KEY CONTRIBUTORS OF PERFORMANCE

1. GENERAL COGNITIVE ABILITY-​ ​general mental capability involving reasoning,

problem solving, planning, ​abstract thinking​, complex idea comprehension, and learning
from experience
2. EMOTIONAL INTELLIGENCE-​ ​the capacity to be aware of, control, and express one's
emotions, and to handle interpersonal relationships rationally and sympathetically.

THE FOUR BRANCH MODEL OF EMOTIONAL INTELLIGENCE

Being aware of emotions of self and others

↓
Using emotions to facilitate thinking
↓
Understanding emotions, emotional language, symbols and the signals
↓
Managing emotions to attain specific goals
NEED THEORIES/MOTIVATION THEORIES
● outline the​ kinds of needs people​ have and how they ​satisfy these needs​ in a way that
contributes to performance

1. Maslow’s Hierarchy of Needs (BASIC TO HIGHER ORDER NEEDS)

Physiological
Basic - food, water, oxygen, shelter
Organizational conditions: minimum wage needed to survive
Safety and Security
Security, stability, freedom from anxiety, structured environment
Organizational conditions: safe working conditions, fair rules, job security, comfortable work
environment, pension and insurance plans, pay above minimum
Belongingness and Love
Social interaction, affection, love, companionship, friendship,
Organizational conditions: interaction and teamwork opportunities, friendly/supportive
supervision, chance to create new relationships
Self-esteem
Needs for feelings of competence, adequacy, affection, love, companionship, friendship
Organizational conditions: awards, promotions, prestigious job titles, professional recognition
Self-actualization
Need to develop true potential to max, express talent/skill/emotion in personally satisfying way,
need to be comfortable with self and others, creative, independent and self-driven, to be the
best you can be

2. Alderfer’s ERG Theory (Intrinsic to Extrinsic Motivation)

Existence - needs satisfied by material things - sums up Maslow’s physiological
and safety needs
Relatedness - needs satisfied by constant communication(feedback feeding
self-esteem) and the exchange of thoughts and feelings with other members
Growth needs - needs satisfied by strong personal involvement and full use of
creativity, skills..

2 Rules of the ERG Theory

1. The more lower-level needs are fulfilled, the more higher-level need are desired
2. The less higher-level needs are fulfilled, the more lower-level need satisfaction is desired

Rules of maslow’s hierarchy

● The more higher-level needs are fulfilled, the more higher level needs are desired
● The more lower-level needs are fulfilled, the more higher-level needs are desired
McClelland’s Theory of Needs
1. Individuals high in need for ​achievement (​n​ Ach) ​have the following traits;

● Wanted outcome based on responsibility not chance

● Moderate goals set - NO RISK TAKING
● Need performance feedback

2. Individuals high in need for ​affiliation (n Aff)​ - strong desire to establish and maintain
friendly, suitable relationships
3. Individuals high in need for ​power (n Pow) ​- want to influence others

Research is supportive of these need theories since studies show when needs are satisfied,
performance is increased